• CMS rates this facility 2/5 stars (below average)
• Has 89 certified beds with an average of 75.1 residents per day (84% occupancy)
• Last health inspection found 23 deficiencies (inspected Dec 12, 2025)
• Has been fined a total of $197,832 across 4 fine(s)
• Total nursing staff: 4.06 hours per resident per day
• Staff turnover rate: 57.9% (high)
• Part of the Pacs Group chain (254 facilities)
Bridge Crest Post Acute is a 2-star Medicare and Medicaid certified nursing home in Vancouver, Washington with 89 certified beds. It has been operating since 1989. The facility scored below average compared to Washington facilities.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Verify that a nurse aide has been trained; and if they haven't worked as a nurse aide for 2 years, receive retraining.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that residents are free from significant medication errors.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Ensure that residents are fully informed and understand their health status, care and treatments.
Reasonably accommodate the needs and preferences of each resident.
Keep residents' personal and medical records private and confidential.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure each resident receives an accurate assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that residents are fully informed and understand their health status, care and treatments.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Keep residents' personal and medical records private and confidential.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
+ 24 more deficiencies
Staffing hours per resident per day. The black line shows the national average.
Quality measures as percentages of residents. Lower is better for all measures.
| Name | Role | Type | Ownership % | Since |
|---|---|---|---|---|
| PROVIDENCE GROUP NH, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | May 14, 2024 |
| PACS GROUP, INC. | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2024 |
| HANCOCK, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Aug 1, 2024 |
| MURRAY, JASON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Aug 1, 2024 |
| PACS HOLDINGS, LLC | GENERAL PARTNERSHIP INTEREST | Organization | N/A | May 14, 2024 |
| APT, FREDERICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 14, 2024 |
| OLMSTEAD, STACEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| VAN AUKEN, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2024 |
| WARREN, CHRISTOPHER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2024 |
| MURRAY, JASON | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2013 |
| APT, FREDERICK | CORPORATE OFFICER | Individual | N/A | Aug 1, 2024 |
| JERGENSEN, JOSHUA | CORPORATE OFFICER | Individual | N/A | Aug 1, 2024 |
| MITCHELL, JOHN | CORPORATE OFFICER | Individual | N/A | Aug 1, 2024 |
| TRUIST BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Aug 1, 2024 |
This chain operates 254 facilities. View all →